| 2012 Key Strategic Initiatives |
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1
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Leverage IREM’s legislative strength to impact issues affecting the real estate management industry, increasing its visibility and reinforcing its position as an industry leader
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2
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Define and rationalize IREM’s target market; execute appropriate market penetration tactics focused on the needs of the targeted segments to expand market share |
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3
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Capitalize on the reputation of the CPM® to enhance the value for those who hold the key, reinforcing the brand and making the CPM® designation a business imperative for real estate managers |
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4
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Bolster connections with major real estate companies through expanded, targeted corporate outreach activity, capitalizing on IREM’s legislative, education, ethical strengths |
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5
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Reinforce the power of member engagement and community; identify and track meaningful engagement metrics; create relevant opportunities for engagement at all membership and career levels, especially among the younger generation of real estate managers. |
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6
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Develop and implement an expanded program of post-key knowledge offerings and career development opportunities |
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7
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Complete the new, reinvigorated CPM®curriculum that incorporates rich media technology, interactive learning activities, and forward-thinking content under the IREM® ED brand |
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8
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Lay the groundwork and establish the operational processes and protocols for developing a refreshed IREMFIRST site that serves the industry as a comprehensive knowledge center integrated into and branded as part of www.irem.org |
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9
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Embrace and execute an enterprise-wide strategic marketing plan that speaks to consistency in addressing the marketplace and reinforces IREM’s positioning and influence in the industry |
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10
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Launch the refreshed AMO®program that is based on accreditation using industry best practices and supported by a revised code of ethics |
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11
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Ehance the ARM® certification program to incorporate residential management specialty sectors and commercial site managers |
For owners and investors of real estate assets:
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